Making decisions and delegating is a skill that managers are obliged to develop.
Any decision made in the universe, as long as humanity exists, will be subject to criticism, analysis, contradiction, mockery, acceptance or difference, among many other reactions.
The point is that these ingredients will always be there, no matter how skilled, generous, charismatic or strict the manager is and it does not matter whether he said yes or no, his answer will always be on the table. However, what will really make the difference is the decision. This is what will really identify you as a leader, I mean a consequential decision, a decision that is followed by actions. A decision includes risk, it includes movement, it includes action, but it also includes reasons, which cannot at any time, due to the leadership position represented, be supported by personal gain or individualized favoritism.
Taking it, I mean a decision, not only imparts respect towards the subordinate, towards his time, towards his heart, towards his environment, towards his future and towards his professional development, but also implicitly builds a spiral of construction or destruction, which if it is built by indecision, there is no room for any decision that can stop it.
Lack of decision, that is, indecision, delay, in any aspect of life, impoverishes, diminishes, minimizes, frustrates, discourages, limits development, paralyzes, immobilizes, and wastes feelings.
NO !!, It is also an answer and does less damage than indecision, in the event that this is not the answer indicated or expected by the counterpart. Even if NO is the correct answer, after delaying, handling it, or simply engaging in indecisive behavior, it will have a negative effect, even, I repeat, if it is the correct one.
It is important to understand that this discourse does not mean, do not plan, do not analyze, do not consider scenarios and rush without measure to give any answer. NO!.
Integral leadership precisely includes an ingredient of experience or intuition, which allows the leader to act quickly, valuing everyone's time. A leader is also responsible for time, not only his own, but that of the environment he affects, therefore his decision must include speed.
In the studies carried out, I have discovered that some leaders, (the term may not be used well in this case), when it comes to decisions that they do not share, prefer to dissipate the decision, evade it, ignore their subordinates and apparently delegate responsibilities to third parties. that are irrelevant, but without consequential action.
This behavior not only hurts the leader himself, but also his environment and his community, due to the position he represents.
However, although I consider indecision or avoiding an answer, one of the most damaging causes of management structures, something that can cause equal or greater damage is frequently changing your opinion, that is, the YES and NO simultaneously, assigning Same responsibilities to different subordinates and something really harmful, verbally expressing a response and with actions to demonstrate the opposite.
Historically, it has been shown that non-consequential, unsupported or delayed actions are a fundamental cause of the origin of opposition movements at any stage of life.
I allow myself to conclude and highlight this text, expressing that saying NO, consequently, to a request for a response, is also an answer, possibly in it an additional ingredient of courage and courage is loaded than the attitude of avoiding it.
It is then the integrity, character and ability of the leader or manager, which will be exposed in such a situation.
The leader is not the one who knows the most, he is the one who has the ability to know where the knowledge he needs is and take it at the appropriate time.
